Disponible en 9mos
(Actualizado 2024-07-10.)Program Manager
København, Danmark (works global)
Nativo Danish, English, Intermedio Svenska, Norwegian, Principiante German, Principiante French
- +20 years Program Management experience
- +20 years Executive Management and stakeholders experience
- Former Director from PWC and EY (Ementor)
Habilidades (60)
Programledelse
Line Management
CONTRACTS
program
Organisation Development
Stakeholder Management
Problem Management
Turn-around
INTEGRATION
PROJECT MANAGER
Business Change Management
OFFSHORE
communication
Change Management
DUE DILIGENCE
PROGRAM MANAGER
PROGRAM MANAGEMENT
Manager
AML
CONTINUOUS IMPROVEMENT
Organisational Change
Strategy
BUSINESS CASE
Erfaren
COACHING
Stakeholder managament
Management Consulting
Risk Management
leder
Supply Chain Management
integrationsplaner
Politics
M&A
Target Operating Model
Executive Management
STEERING
Programme manager
Carve-out
Transformations
budget and ressource management
SUPPLY CHAIN
DIRECTOR
Projektleder
Persondata
GDPR
Compliance
due dillegence
Pas-X
TRAINING
Technical Understanding
SAP
Salesforce
KYC
NIS2
DORA
ERP
MiFID
MAR
Datamapping
databehandleraftaler
Resumen
Driving complex organisations
I have strong results and a track record with successfully execution of top management or government plans with political impact. From strategic business with complex division structure, digital transformations supervised by the FSA and the public press, interim CIO - Global Head for Maersk L&S, Program Director for Danfoss.and lately Executive Advisor for Novo Nordisk.
Creates structure, full overview and will deliver
With the knowledge of heading large Programs and business areas and make the decided strategy alive, I have the ability to bring structure and clear communication. To quickly create transparency and estimate impacts months ahead. These skills have contributed to the delivery of over 20 major transformations some with over 400 FTEs and €400 millions in budget.
Extrovert and can negotiate on all levels
Work experience in Denmark, Sweden, Norway, Finland, Poland, Baltic's, Germany, Holland, France, UK, USA, China, India. Anywhere, I meet people openly and adapt to local systems, make people performers and still with capability to challenge Executive Management with suggestions for improvement and efficiency. Example: I have delivered a “must win battle” in several countries and continents with Country Managers working for own missions and different cultures and processes.
Some of my delivered initiatives
- MobilePay Carve-Out
- MobilePay Casablanca
- Nordea SEPA
- Nordea KYC
- Nordea Group Common Data
- Nordea Ibos dZero
- Nordea Reduce Cash Management
- Nordea Phoenix
- Nykredit GDPR
- Nykredit Program Strategy
- BEC AML
- BNP Paribas branches
- Codan and Trygg-Hansa Strategy Transformation
- Codan CFO Support
- Danske Bank PB AML Strategy
- Danske Bank C&I AML Training Governance
- Danfoss OneCRM and SAP
- Novo Nordisk MES Governance
- SKAT New Vat
- Ministry of agriculture CAP Program
- Uddannelse platform
- EU Social fond
Experiencia profesional
2023-09 - 2023-11
Management for Novo Nordisk Operation Technology (OT) required support to ensure executive decision material for the future strategy and investments to the Corporate and Executive Vice President. OT are the unit to manage the SCADA (Supervisory Control and Data Acquisition) systems. A critical software for industrial production in order to control equipment and conditions. Merival consulting task was to:
- Document the SCADA issues, many vendors, risk of missing business knowledge and critical system updates.
- Design and establish the strategy for the proposal for preferred Scada Systems in Novo Nordisk.
- How to harmonize standards and ensure updated solutions.
- Operationalise and create a suggestion for a Centre of Excellence (CoE).
- Communication strategy, plan and training.
- Advice on collaboration and communication with Novo Nordisk business areas. • Coaching OT Management.
- Collaboration with Accenture to follow requirements and gather vendor data.
- Creating decision material for the digital CVP and EVP.
2023-03 - 2023-08
Novo Nordisk DD&IT Production required support from Merival Consulting to engage the interim role as Executive Advisor to the MES (Manufacturing Execution System) unit and the Head. MES are 198 FTEs and the application with PAS-X to steer all Novo Nordisk Production facilities worldwide to ensure efficiency and reduce waste e.g. in the production. Working closely with executive management, to ensure:
•Design and establish a MES structure and solution for collaboration, communication and services.
•Build Reporting universe and define benefits and OKRs
•Harmonize standards and ensure quality
•Operationalise and adjust/add to the Novo Nordisk Project Execution Model
•Communication strategy, plan and training
•Coaching the Head of MES and supporting 4 Deployment Leads, one Product Management Lead, System Operation Lead and a Product Support.
2021-10 - 2022-04
Background
The client expressed a need to lead and execute the OneCRM Salesforce Program as one of the most important initiatives in the company. As Program Director for a global change and implementation of business-critical software, the challenge was to ensure:
Build and structure the Program, shorten lead time, connect with ERP system and SAP.
Create the Operational Model with vision, mission, value chain, role descriptions, communication, strategy and execution structure e.g.
Program to be accelerated and aligned with many parallel Danfoss initiatives.
Ensure right quality and to obtain an efficient and sustainable process.
Leading the Program 250 FTEs cross 50 countries and manage global stakeholders.
Report to the President, member of Danfoss Executive Committee.
Approach
Using the clients objectives, setting-up the CRM program, including PMO, as well as supporting system, data, processes and internal controls. This included to plan and start the implementation of modernizing of the Salesforce platform, addressing business issues and optimize work tasks. Create overview, identify objectives and get approvals. Make sure the business delivers the requirements that need to be aligned with market opportunities by a business case and operational model. To create the PMO for governance - standards, documentation, status meetings and reports, risk matrix, processes and prioritize Initiatives. Ensure transparency of Cross-Project dependencies and simplify Cross-Project budget planning and cost tracking.
Benefit to the client
In record time, organize and create structure, Operational Model (now used in other Danfoss initiatives) and establish corporation with stakeholders in Danfoss.
Identify and recruit Leaders, Project Managers and operational resources.
All 6 workstreams up and running and knowledge of all risk and dependencies.
Establish “one” system within 4 divisions and the future processes for Danfoss “on how to sell.”
Commitment from business achieved. Building bridge between business and IT development.
Improved Project Management skills, how to work in Programs and business to use Salesforce.
2019-11 - 2020-04
Background
Maersk Logistics and Services (L&S) required support from Merival Consulting to engage the interim role as CIO and Global Head for Customer Partner Implementation (CPI) with accountability and escalation point across the Supply Chain. Merival to improve and manage CPI from Haag in 6 months. Working closely with executive management, to ensure:
Leadership of all the regional customer IT teams: America, Asia, Europe and IMEA.
Design and establish a global CPI delivery methodology and lead the roll out .
Engagement with high profile customers, acting ambassador and global escalation point.
Establish a management framework to improve visibility, traceability and accountability.
Execute the regional CPI strategy and support pre-sales with customers.
Review contracts with new customers and working alongside procurement
Coaching the future Global Head for L&S. Define career plan
Approach
First, to create a full overview and ensure that CPI was aligned with the organizational strategy, task and owners. To identify gaps, conduct an organizational assessment and by the same time run and improve CPI. The next step was to evaluate the resources to accomplish the strategy and identify requirements and parameters for success and governance processes, tools and CPI leadership directions. To better clarify roles, expectations and education needs by using a framework to define the people around the CIO role, coach and create clear tasks for the Management Group, mapping the stakeholders and increase the corporation between Maersk departments who was affected by the CPI work. With the baseline, CPI could quickly track progress, make adjustments, and have historical information available when making difficult decisions. With everyone’s goals and expectations, the plan was actionable, measurable and quantifiable to be realized in 5 months.
Benefit to the client
Improve the successful delivery rate from 62,5% to 98,2%
Improve and turn-around the corporation with stakeholders in Maersk.
Establish the management framework to increase visibility with new processes, templates, management initiatives.
The future Global Head for L&S ready to take over the role as CIO for L&S with improved skill and mindset for executive management.
2016-10 - 2019-10
One of the Big 4 consulting firms. I lead major global tasks and advice top-tier clients within highly competitive markets. Resolve problems and coordinate activities from board members to staff. Track record of delivering lifecycle implementations.
Selected responsibilities:
Facilitating executive management
Driving the growth of revenue and profit margins
Part of R&C Management team
Compliance, AML and GDPR
Represent the organisation at events
Interpreting financial data and drawing conclusions
People management and make them grow
2010-10 - 2016-09
Heading the largest Programs and must-win-battles (budgets up to €400 millions and 400 FTEs) with customer oriented services or global regulation issues. Developed new methods of tracking expenses, controlling the budgets and save money while still delivering excellent service.
Selected responsibilities:
Business and IT development
Planning strategic objectives with stakeholders
Creating governance, framework and compliance
Member of Steering Groups in sub-projects
Operating in multiple countries
Budgetary forecasting and recruitment (and make them grow)
2007-12 - 2010-09
Consulting firm. Line and Programme Manager for the largest SOA in DK to the Ministry of Agriculture. Created policies and objectives and to increase productivity and maximised return on investments.
Selected responsibilities:
Head of PMO
Budgetary forecasting
Handling political issues and Stakeholder Management
Off-shore Management and full overview of the portfolio
Facilitating executive management
Leading other public IT implementations
2007-01 - 2007-11
Web, social media and telco solutions. Line Manager for Project Managers and business developers. Work with department heads to delegate responsibilities and ensure the company was running efficient.
Selected responsibilities:
Handling risk, quality, customer service and delivery
Strategy, pricing, governance
Reducing production cost by 20% in one year
Recruitment responsible and human performance issues
Implement internal operations systems
Member of the Management team and reporting to the CEO.
2005-12 - 2006-12
Consulting firm. Organise EU Program. Implement plans to provide services and products. Controlled and financed by EU.
2000-10 - 2005-11
Consulting firm with Cloud and IT development. Working to identify new business opportunities, new markets and sales.
1998-11 - 2000-09
Consulting firm with strategic software to enterprises. Sales and support to the CEO/founder, strategy, market analyses
1997-10 - 1998-10
fter University. Working in the DK Headquarter for the largest PC manufacturer. Management support, sales database and contracts.
Formación académica
2024-11 - 2024-11
Certificaciones
2013-09
2002-05
2001-04